7 Keys to Charisma

Posted on May 15, 2012 by Lyn Boyer

As we head into a long and probably unpleasant political season, I have been thinking about the topic of charisma—a trait that voters and average citizens crave in their leaders and politicians. They want leaders with whom they can connect and who can move them to action. They want leaders who can generate emotional attachment and who can inspire commitment and trust.

charisma, leadership, connection, affective leadershipIf I ask an audience to name charismatic leaders, they inevitably mention John Kennedy or Martin Luther King, Jr. Some will mention Bill Clinton or Oprah Winfrey. These individuals have generated strong positive emotional connections that led to actions such as working for political campaigns or becoming loyal fans or followers.

If I ask a group to define charisma, however, I have met with silence. Most of us cannot define charisma, but we recognize it when we see it. The trait is so elusive that even researchers often steer away from studying it because of the difficulty in finding a suitable definition. However, some researchers have explored this characteristic and have proposed some interesting theories about charisma.

Ronald Riggio suggests that charisma includes “overlapping components such as expressivity, sensitivity, control, eloquence, vision and self-confidence (Riggio, 2010).” Riggio also pointed out that charismatic Presidents such as Reagan, Lincoln and Franklin Roosevelt,  used far more metaphors in their speeches than less charismatic Presidents such as Harding and Hoover (Flora, 2005) (Oppenheimer, 2008).”

Jerry Wofford believes that charismatic leaders have “very strong core values and an appealing vision…that moves the organization or group beyond the status quo.” He adds that “they speak dynamically, forcefully, [and] persuasively…They are generally risk takers, unconventional, self-confident, and have a sufficient amount of competence (Wisconsin, Board of Regents, 2004).”

Frank Bernieri explores synchronous behavior as a component of charisma. When two people are “in sync,” they adjust their posture and rate of speech to one another. Bernieri suggests that charismatic people attract synchronization through speech patterns and movement. They are able to influence others to synchronize with them (Flora, 2005).

Joseph Roach argues that individuals display charisma when they simultaneously show contradictory characteristics such as being aggressive yet caring or strong yet vulnerable. John Neffinger used Elvis Presley as an example of this phenomenon when he said, “Elvis was a tough greaser who crooned love ballads to his sweetheart – that’ll do it (Oppenheimer, 2008).”

Neffinger, drawing on work at Harvard and Princeton and the American National Election Studies, teaches clients how to be more charismatic by focusing on “nonverbal cues” that indicate strength and warmth. Using Oprah Winfrey as an example of strong physical presence, he points out erect posture and avoidance of weak gestures such as hunched shoulders, upraised palms or “self-comforting gestures” such as rubbing one’s arms. The greatest indicator of warmth is a genuine smile that includes the eyes and mouth.  However, he emphasizes that the smile cannot be so strong that it detracts from the strong physical presence (Oppenheimer, 2008).

As you see, some very diverse opinions exist about what constitutes charisma. Similar to Neffinger, my own study of leadership focuses on physical presence. It also focuses on emotional intelligence and other traits I call Affective Leadershipsm.   When I discuss different types of leadership presence in coaching, workshops and my book,  I describe the physical dispositions of Stability, Resolution, Flexibility, Connection (this article) and Nurturing, which are part of this blog series.

All the manifestations of physical presence are important for leaders to master, and leaders must demonstrate them in the appropriate contexts. However, the presence of “Connection” attracts relationship and invites joy.  This physical presence most clearly suggests charisma. From my experience and study, I offer the following suggestions for leaders who want to enhance their charisma factor:

  • ž   Be centered. Breathe. Be comfortable and mentally present.
  • ž   Be aware. Put others at ease. Recognize their emotions. Show real interest in them.      Learn to mirror their movement and rate of speech in a genuine way.
  • ž   Be knowledgeable. Show passion and commitment.
  • ž   Be eloquent. Communicate commitment through metaphor and imagery.
  • ž   Be exuberant. Show emotion. Show joy. In appropriate situations show sorrow.
  • ž   Be sincere. Generate trust.
  • ž   Be yourself. Above all, be authentic.

In addition to the states of being, leaders who exhibit the physical presence of Connection most often demonstrate the following physical characteristics:

  • Their body is relaxed.
  • Hands and arms are relaxed and palms may be visible and inviting.
  • Energy seems to emanate from the center of the body and surrounds the person or group sharing their space.
  • The eyes and face are soft and fully aware of other people, looking directly into the eyes of the person with whom they are speaking.
  • Their smile is genuine.
  • Their voice is appropriate to the emotional context.
  • They may physically express a certain amount of vulnerability or humility.

More difficult than defining charisma is the problem of achieving it. Some authors question whether it is possible to learn to be more charasmatic. As Riggio pointed out, “Nothing can turn Al Gore into Bill Clinton” (Greer, 2005). However, it seems clear that leaders can learn skills associated with charisma. They can be sensitive to the mental, emotional and physical traits that build relationships and attract others to them. By reviewing the components of charisma described above and discussed in the references below, leaders can learn how to make better connections with those around them, build stronger relationships, and achieve more satisfying results.

  • Boyer, L. (2011). CONNECT: Affective Leadership for Effective Results. Bradenton, FL: Leadership Options.
  • Flora, C. (2005, May 1). The X-Factors of Success. Retrieved from Psychology Today: http://www.psychologytoday.com/articles/200505/the-x-factors-success
  • Greer, M. (2005, January). The science of savoir faire. Retrieved from American Psychological Association: http://www.apa.org/monitor/jan05/savoir.aspx
  • Oppenheimer, M. (2008, July 20). Charm school: Scholars unpack the secrets of charisma, and suggest the elusive quality can be taught. Retrieved from Boston.com: http://www.boston.com/bostonglobe/ideas/articles/2008/07/20/charm_school/?page=1
  • Riggio, R. (2010, February 15). Charisma: What is it? Do you have it? Retrieved from Psychology Today: Cutting-Edge Leadership : http://www.psychologytoday.com/blog/cutting-edge-leadership/201002/charisma-what-is-it-do-you-have-it
  • Wisconsin, Board of Regents. (2004, July 15). The character of Charisma: John K. Chooses John E. Retrieved from The Why Files: http://whyfiles.org/205charisma/
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Leadership Presence that Shows Determination

Posted on April 30, 2012 by Lyn Boyer

Occasionally, in my leadership coaching practice, primarily with mid-management and CEO’s, a client asks me to speak with supervisors or other colleagues to get a clearer picture of performance concerns. This was the case with Brad, a new client, who sensed that something was amiss with his supervisor, but he was unsure about the nature of the problem. Because he seemed reluctant to talk to Richard, his Director, I suggested that the three of us meet to discuss any issues.Leadership, presence, power, resolution, affective leadership

When we met with Richard, I explained the confidential nature of coaching conversations and that Brad and I wanted some direction as we mapped out goals for future coaching. When I asked Richard what Brad could do to enhance his performance in a highly visible position in the organization, Richard leaned back in his chair and thought for a moment. He seemed genuinely perplexed.

He explained that Brad was very intelligent and very knowledgable about his job and the organization. He had been with the organization for a number of years, and he seemed to know how to get things done. However, employees in his department were not achieving what they could achieve, and Richard was beginning to wonder if Brad would be successful in the position.

In further discussion, Richard mentioned that Brad rarely spoke in leadership team meetings. He stated that when Brad conducted strategy meetings with his employees, he often leaned against a wall or sat on or behind a table. He said that in critical meetings with clients and employees Brad sometimes tipped back in his chair and rested his feet on a stack of books near his desk. He said Brad sometimes seemed uncertain as he talked about results he expected to see. Richard concluded, “Sometimes I wonder about his commitment and determination.”

In my coaching conversation with Brad afterwards, we discussed this meeting. Brad seemed stunned. He revealed that he was having second thoughts about whether he wanted to stay in that position, but he had not mentioned it to anyone else. He said until he resolved his concerns, he was working very hard to do the best job he could do in his this job.

When we talked about the examples Richard mentioned, I asked Brad to describe his behavior in meetings and professional gatherings. He reluctantly concluded that he was unconsciously telling people around him that he was not fully committed to his work, and he was unsure if he had the determination to be successful at it.

We discussed the importance of physical presence, both being physically present and showing a presence that generates trust and confidence. I told him about the Presence of Resolution, described below, and suggested that he practice it. I also explained that sometimes taking on a particular physical presence brings on the corresponding attitude. Brad agreed to practice this Leadership Presence, and he was gradually able to demonstrate determination with his body and his voice more authentically.

He eventually decided to pursue another field, but he said he had learned how important his speech and body language were in inspiring confidence and cooperation. Even though he did not remain in his position, I decided that our time together had been successful. He is now enthusiastic about his new job, and he agreed that he had learned the value of both feeling and showing commitment.

The Physical Presence of Resolution –
“In the body of Resolution, the face shows purpose. Jaw muscles may tighten. Eyes are slightly narrowed and focused as they look forcefully toward a successful outcome. The body appears strong as if prepared for battle—somewhat tense or rigid. The voice is strong and powerful.

Energy radiates from the center of the body and projects forward. Arms and elbows are often tight against the sides with hands in front of the body and pointing forward. Courage and intense focus are evident. The physical presence of Resolution represents someone willing to fight for what she believes…

With this presence, a leader signals willingness and ability to bring a conflict or project to a successful conclusion. Without this physical presence, a leader is unable to deal effectively with difficult situations and effect the change or improvements she wants to see.” (From my book, CONNECT: Affective Leadership for Effective Results)

Practice for a Leadership Presence of Resolution
Center
Hold your hands in front of you
Narrow your eyes slightly
Assume a determined facial expression
Think of a successful conclusion to the situation
Assume a confident attitude (attitude is essential to Leadership Presence)
Project your energy forward
Speak powerfully and with conviction

This article is part of my series on Leadership Presence. In this series I discuss the need for leaders to demonstrate appropriate presence for different situations. Those include Stability, Flexibility, Resolution, Connection and Nurturing. Connection and Nurturing will follow.

Names and circumstances were altered for this story.

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Leadership Presence that Promotes Interaction

Posted on April 23, 2012 by Lyn Boyer

Sharon1 stood in front of the team she had assembled for her new project and explained in some detail what she hoped to accomplish. She recognized that collaboration was important for good decisions, and she had promised her board she would gather input from the team before they began working. Her leadership would determine the success of this project, and she wanted to do it right. She prepared an agenda for the meeting and made sure she had a white board and markers to record ideas her team suggested.

Leadership Presence, Affective Leadership, Flexibility, Coaching

Leadership presence can enhance the creativity and interaction of group members.

After her introductory remarks, Sharon asked for ideas about how to proceed.  There was only silence. After waiting a few seconds, she asked a more direct question. What strategies should the team use? Someone reluctantly replied that they could use focus groups to gather information. Someone else said the team could do an online survey. No one offered additional ideas.

The discussion went on like this for the rest of the meeting. Only one or two uninspired comments surfaced in answer to each of her questions. There was no synergy and no creativity in the room.

After the meeting, Sharon met with her mentor, Diane, to discuss the results. Sharon mentioned her disappointment that few original ideas emerged, and she asked Diane, who had attended the meeting, what she might have done to encourage synergy and creativity. Diane thought for a minute and then asked Sharon if she had considered her physical presence. Diane suggested that other factors could have been at work. However, she wanted Sharon to consider how her physical presence could make her more or less successful in this and other situations.

Eventually, they decided that Sharon had seemed tense. Her voice was stern and her body was rigid. She held her hands and arms tightly to her sides. Her face showed determination. She was very focused on getting results, and she wanted to be sure that everyone saw the enormity of the project. Even though she asked questions, her leadership presence did not elicit answers.

Diane mentioned research indicating that people tend to read the body for clues to emotion and intention. If the body, emotion and language are not congruent, they tend to believe the body [rather than the words] (Mehrabian, 1981). Diane went on to say that one must choose the appropriate Leadership Presence for different situations.

Sharon and Diane discussed different body dispositions, which are part of this series, and decided that Sharon should practice the Leadership Presence of Flexibility when she wanted the group to be more interactive. She said this expression of Presence encourages group interaction and creative thought. It also allows the leader to be more creative.

…Flexibility represents a sense of wonder and openness to possibilities. Looking up and around with delight or anticipation, a leader shows that he is willing to learn from and share with others. Eyes are wide open, seeming to look at everything at once. Hands may be raised above the shoulders with fingers extended. An eager smile is usually part of this body disposition.

A leader who demonstrates the presence of Flexibility, actively and excitedly looks for ideas and inspiration. Energy goes out and returns from all directions. At the same time, a Flexible presence looks inward, surveying all possibilities (From CONNECT: Affective Leadershipsm for Effective Results (Boyer, 2011) .

Diane explained that the Presence of Flexibility encourages others to relax, experience insight and make personal connections. She also talked about how a leader’s emotions can affect the emotions of others through a physical and mental process called Limbic Resonance. Diane offered Sharon some tips to practice Flexibility alone and then with other people:

  • Relax your body.
  • Smile. Allow your face to show enthusiasm.
  • Look around as if sensing everything in your surroundings.
  • Breathe everything in.
  • Raise your hands as if realizing that ideas and opportunities may come from anywhere.
  • Ask questions. Make your voice light and animated.
  • Listen to ideas and thoughts of other people.
  • Be open to possibilities.

After practicing alone, Diane suggested practicing this body disposition with other people. She suggested reading a story to a child while conveying a sense of wonder or asking a friend to help her plan a party while showing great enthusiasm.  Then she suggested that they meet again to decide how to proceed so that Sharon’s team could really be collaborative.

  • Boyer, L. (2011). CONNECT: Affective Leadership for Effective Results. Sarasota, FL: Leadership Options.
  • Mehrabian, A. (1981). Silent messages: Implicit communication of emotions and attitudes, 2nd ed. Belmont, CA: Wadsworth.

1 Names and circumstances have been altered.

 

 

 

 

 

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How to Show Powerful Leadership Presence

Posted on April 16, 2012 by Lyn Boyer

Jeff was frantic and unsure of what to do next. He was in mid-management, and a recent meeting with his director was very unsettling. He recognized that employees in his department sometimes seemed to ignore his comments, and he saw a reduction in the quality of their work. However, he was not prepared for this meeting in which he learned that unless he turned things around, the CEO would replace him with someone who could. His leadership ability was in question.

Leadership Presence often determines if potential followers will connect with leaders.

In a meeting with his new leadership coach, Jeff considered a variety of approaches to his dilemma. He discussed greater penalties for employee inaction. He thought about increased accountability and oversight. He wondered which of his employees he should replace with more skilled and willing workers.

After observing his tone of voice and his demeanor, his coach asked him about his leadership presence. How did he stand when discussing expectations? How did he sit in meetings? What did his voice say about his level of confidence and leadership? After some discussion, Jeff decided that, among other things, he needed to work on how others saw him as a leader. He needed to focus on his presence.

In this series on leadership presence, which I discuss in more detail in my recent book, I will describe and provide practice activities for five different body dispositions a leader can assume. They are Stability, Resolution, Flexibility, Connection and Nurturing. Each physical presence or body disposition conveys a different attitude and each produces a different response in observers. This article will describe the physical presence of Stability, the one most often associated with power and leadership. People in leadership roles who fail to convey authority often lack the ability to demonstrate this body disposition and, as a result, to connect with potential followers. This is the physical presence Jeff and his coach decided he should practice and display more frequently.

In the body disposition of Stability, a leader is concerned with order and structure. Posture is erect. Shoulders are back. Eyes survey the surroundings while making sure that all are safe and protected. The voice is strong, confident and caring. Physical energy and awareness extend from the physical center into the distance.1

In this and other manifestations of leadership presence, leaders must be both physically and mentally present (centered), and they must be relaxed and able to speak with assurance that they and their potential followers will meet whatever challenges lie ahead. They must be able to use this and the other body dispositions in appropriate settings, and they must realize that each physical presence has potential pitfalls if used inappropriately or to the extreme.

Affective Leadershipsm practice for the presence of Stability:

  • Stand erect and look about with a somewhat regal posture.
  • With shoulders back and eyes kind and caring, survey your kingdom.
  • Hold your hands out slightly as if protecting people around you.
  • Practice while listening to powerful music such as “Like a Rock” by Bob Seger, processional music such as Handel’s Music for the Royal Fireworks, or other marches or processionals.
  • After some independent practice, go to a shopping mall or other busy location and assume this attitude and presence.
  • Do not be surprised if someone approaches you to ask for assistance. 1

Because of coaching confidentiality, Jeff is a composite of colleagues and clients with whom I have worked. However, I have encountered this situation a number of times in otherwise very qualified individuals. What has been your experience with leadership presence? What has worked? What has not?

1 Boyer, L. (2011) CONNECT: Affective Leadership sm for Effective Results. Leadership Options: Sarasota, FL.

 

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